2. Manajemen Stress di Tempat Kerja Chapter 10 Mata kuliah: J0754 - Pengelolaan Organisasi Entrepreneurial Dosen Pembuat: D3122 - Rudy Aryanto Tahun : 2009

3. Learning Objectives –Describe the components of an organizational stress model –Distinguish among categories of stressors –Explain the effects of stress on health –Identify the relationship between stress and social support –Explain the difference between stress and social support –Describe the objectives of individual and organizational wellness approaches

4. Work-Life Balance In the past, only the salaried elite enjoyed work/family balance programs –Demographics indicate a rising need and demand for child and elder care programs The work and personal lives of employees are interconnected –People compensate for low work- or personal-life satisfaction by seeking satisfying activities in the other domain

5. What is Stress? Feeling tense, anxious, or worried –For an action, situation, or event to result in stress, it must be perceived as a threat, challenge, or harm A stressor… –Any potentially harmful or threatening external event or situation

6. Sources of Modern Day Stress –Work overload –Nagging boss –Computer problems –Time deadlines –Poorly designed jobs –Marriage problems –Financial problems –Mergers Child and/or elder care Downsizing Health issues Terrorism Difficult coworkers Increasing pace of change

7. Work Stressors: Individual Level If there are no perceived consequences, there is no potential for stress

8. Causes of Individual Stress Levels Factors that determine whether an experience is likely to result in stress: –Importance –Uncertainty –Duration

9. Model of Organizational Stress Stress Individual Differences Stressors Outcomes Group Organizational Non-work Behavioral Cognitive Physiological Individual

10. Work Stressors: Individual Role Conflict –Compliance with one set of expectations conflicts with compliance with another set of expectations Qualitative Overload –Lacking the ability to complete a job or feeling that performance standards are too high Quantitative Overload –Having too many things to do or insufficient time to complete a job

11. Underload-Overload Continuum

12. Hardiness People with a “hardiness” trait –Believe they can control the events they encounter –Are extremely committed to the activities in their lives –Treat change as a challenge The greater the hardiness trait, the lower the impact of stress on health

13. Group and Organizational Stressors Important organizational stressors –Participation –Intra- and intergroup relationships –Organizational politics –Organizational culture –Lack of performance feedback –Inadequate career opportunities –Downsizing

14. Nonwork Stressors Elder & child care Economy Lack of mobility Volunteer Work Quality of Life

15. Stress Outcomes Stress outcomes are greatly influenced by type of employment –White-collar professionals report fewer negative stress consequences than do blue-collar workers In all jobs, whether white- or blue-collar, stress negatively affects performance

16. Individual Stress Outcomes Psychological Consequences Physiological Consequences Anxiety Frustration Apathy Lowered self-esteem Aggression Depression Increased heart rate Elevated blood pressure Sweating Hot and cold flashes Higher blood glucose levels Elevated stomach acid production

17. Individual Stress Outcomes Burnout is a psychological process that results from unrelieved work stress –Emotional exhaustion –Depersonalization –Feelings of decreased accomplishment

18. Consequences of Burnout Emotional ExhaustionDepersonalization Low Personal Accomplishment Feels drained by work Has become calloused by job Can’t deal with problems effectively Fatigued in the morning Treats others like objects No positive influence on others Frustrated Doesn’t care what happens to others Can’t understand or identify with others’ problems Doesn’t want to work with others Feels others blame them No longer excited by the job

19. Organizational Consequences Stress costs organizations money –Poorer decision making –Decreased creativity –Mental and physical health problems –Turnover –Sabotage –Increased insurance premiums

20. Stress Moderators: Personality Big Five Model personality traits that moderate stress –Extroversion –Emotional stability –Agreeableness –Conscientiousness –Openness to Experience

21. Stress Moderators: Personality Locus of control –“Internals” believe they are in control of the events that shape their lives –“Externals” feel that control is external to them Self-efficacy –Confidence in one’s abilities –Sees potential stressors as challenges and opportunities

22. Stress Moderators: Type A Behavior Persons with Type A behavior –In a chronic struggle to get as much done as possible in the shortest time period –Aggressive, ambitious, competitive, forceful, impatient –Speak explosively and rush others to finish what they are saying –Work oriented, preoccupied with deadlines –Always struggling with people, things, events

23. Stress Moderators: Social Support Social support – The comfort, assistance, or information one receives through formal or informal contacts with individuals or groups Commonly takes the form of.. –Emotional support –Appraisal support –Informational support

24. Stress Prevention & Management Targeted, corrective programs include –Teaching employees to cope with stress –Redesigning work to minimize stressors –A supportive, coaching management style –More flexible work hours –Paying more attention to work/life balance –Better communication and team-building –Better feedback on worker performance and management expectations

25. Stress Management Program Targets Work and Non-work Stressors Employee Perceptions / Experience of Stress Outcomes of Stress Physiological Emotional Behavioral Organizational Stress Management & Prevention Programs Targeted at

26. Maximizing Person-Environment Fit A person-environment (P-E) approach focuses on the extent to which... –Work provides the formal and informal rewards that meet a person’s needs –The employee’s skills, abilities, and experience match the needs of the job Stress can be reduced or eliminated –Improve the fit between the employee and the organizational environment

27. Socialization The process by which an individual learns the values and behaviors necessary to become an effective organizational member

28. Stress Prevention & Mgmt Programs Employee Assistance Programs –Conceived as alcohol abuse programs –Now deals with stress-related problems, both work and non-work related Based on traditional medical approach –Diagnosis –Treatment –Screening –Prevention

29. Stress Prevention & Mgmt Programs Wellness Programs –Also called health promotion programs –Focus on overall physical and mental health Examples –Hypertension identification and control –Smoking cessation –Physical fitness and exercise –Nutrition and diet control

30. Sustaining a Wellness Strategy A step-by-step approach –Make health and well-being a part of the organization’s mission and strategic plans –Produce a written policy statement about health, the promotion of health, and the importance of well-being –Get executive, employee, and union commitment and action plans –Commit needed organizational resources

31. Sustaining a Wellness Strategy A step-by-step approach (continued) –Create and circulate a “best practice” case file –Report on and celebrate successes –Encourage and reward managers for involvement in wellness programs and working toward better work-life balance

32. Individual Approaches There are many individual approaches to dealing with stressors and stress –Cognitive techniques –Relaxation training –Meditation –Biofeedback